人性化管理在手术室护理质量管理中的应用

人性化管理是将人性化理论应用于管理方面,是一种充分注意人性要素,以充分挖掘人的潜能为己任的管理模式,是有计划、有步骤地将"人本观念"的服务理念和行为准则纳入到护理管理中[1],主要表现为关心护士的身体和心理健康、关注护士的人格和尊严以及护士的权利和需求,使护士感觉到自身价值,激发其工作的主动性、积极性、创造性,引导实施以人为本的护理服务,从而提高护理服务质量.现将我院手术室人性化管理在护理质量管理中的应用方法报道如下.     

人性化管理在儿科护理管理中的应用

随着"以人为本"管理理念的普及,人性化护理管理作为现代管理模式应运而生,加之人们对医疗服务需求愈来愈高,尤其在儿科工作的护士承受着越来越大的心理压力,本着"以人为本"的现代管理理念,对儿科护士实行人性化管理,使她们在轻松和谐的环境中工作,激发调动护士工作热情,使护理质量得到有效提高,亦提高了护理服务满意度.     

护理管理改革势在必行

目的 探讨服务型护理管理的新模式，实现护理形式和规模的转变。方法 为更好地发挥护理人员当家作主的意识，医院应为围绕护士的需求开展工作，为客户提供服务，并积极开展护理岗位竞争。结果 服务意识、服务质量、服务技能、服务热情明显提高。结论 护理管理者不应该把护理人员当成一种成本。去使用和控制，而应该当作资本，注意开发其真正潜能，实现人性化服务。护理管理改革势在必行。     

"管理是服务"理念在营造温馨护理氛围中的应用

目的 以"管理是服务"理念营造温馨护理氛围.方法 护士长更新理念,为临床一线护士做好相关服务工作,在服务过程中贯穿管理,以挖掘不同层次护士的潜力,从而实现护士自我价值;缓解护士压力,使护士身心愉悦投入工作;加强继续教育与培训,使护理队伍形成了"能者上、庸者下"的竞争局面,激发了护士爱岗敬业、珍惜岗位、自觉学习的热情.结果 护理服务由被动变为主动;满足了护士个性化需求;护士长的管理水平、患者满意度提高.结论 营造了温馨的护理服务氛围.充分体现了医院管理年"一切以病人为中心,以提高医疗服务质量为主题"的服务宗旨.     

应用成熟度理论提高护理管理效能

护理管理是一门科学,更是一门艺术,护士长如何在当前护理人力资源相对紧张,护理对象对护理服务的需求日趋提高的情况下,做好护理管理,充分发挥管理效能,调动各级各类护士的工作积极性,使人尽其才,人事相宜,更好地实行组织目标,是摆在新、老护士长面前的一大课题,笔者认为情景领导理论中的"成熟度"概念为解决这一问题提供了很好的思路.     

以"服务型护理管理"理念做好肝移植病人的护理

服务型护理管理强调的是服务于护士,其核心就是从护士的需要出发开展工作,关注她们职业生活质量的提高,让她们在工作中产生安全感和满足感,从而为病人提供优质的护理服务.基于护理管理者必须在临床经验管理的基础上,不断学习和应用管理学理论去思考和解决问题[1],我院护理部2002年5月～2005年7月以“服务型护理管理“理念对19例肝移植手术病人进行护理管理工作,真正体现了“以人为本“的服务宗旨,有力地配合了临床新业务、新技术的开展.……     

以"服务型护理管理"理念做好肝移植病人的护理

服务型护理管理强调的是服务于护士,其核心就是从护士的需要出发开展工作,关注她们职业生活质量的提高,让她们在工作中产生安全感和满足感,从而为病人提供优质的护理服务。基于护理管理者必须在临床经验管理的基础上,不断学习和应用管理学理论去思考和解决问题[1],我院护理部2002年5月~2005年7月以“服务型护理管理”理念对19例肝移植手术病人进行护理管理工作,真正体现了“以人为本”的服务宗旨,有力地配合了临床新业务、新技术的开展。1以“服务型护理管理”理念对肝移植手术病人护理管理的实施1.1正确认识肝移植手术病人护理管理的重要性…     

构建护理服务型领导理论框架的研究

目的:构建护理服务型领导理论框架,明确服务型领导在护理领域中的具体特征,为临床护理管理提供理论依据。方法:选择17名护理管理学专家、心理学专家做为函询对象,应用德尔菲法对护理服务型领导理论框架进行两轮函询。结果:专家的积极性高,专家的权威程度(Cr)系数为0.86,专家意见协调系数为0.15～0.18;建立的护理服务型领导理论框架包括甘于奉献、关心护士、授权、尊重护士、平易近人、促进护士发展6个维度,共20个项目。结论:专家的积极性、权威性及专家意见的集中程度均较高;护理服务型领导理论框架的构建,可为评价护理领导行为提供依据,并为护理领导培训课程的设置提供参考。     

基层医院护理质量的管理探索

分析了基层医院护理质量管理存在的问题:护士队伍不稳定,能力有待提高,服务观念落后,主动服务意识不强,护理管理人员整体素质参差不齐,后勤支持保障不够,制度落实不到住,与病人实际需求存在差距等.提出相应的对策,包括加强对护士的教育力度,加强与医院领导的沟通、协调,制定提高护理服务质量的具体措施,加强对护理质量的检查等,从而提高基层医院的护理质量.     

服务型领导模式在护理管理中的应用及展望

服务型领导理论是上世纪90年代在西方兴起的一种新型领导理论。近几年来,在医疗护理领域中,也逐渐有管理者认识到领导行为对护士工作状态、离职等方面有着重要影响,因此陆续将一些科学的领导方法引入到护理管理中,并进行了一系列的实践研究。但关于服务型领导模式在护理管理中尚未得到广泛的推广,相关的应用性研究论     

Promoting leadership: the development of a nurse executive team in an acute hospital trust

Aim The purpose of this study was to evaluate how an executive nursing team, within an acute hospital trust in the south of England, developed their leadership characteristics through the use of a professional development programme. Background This paper offers an insight into how this team worked together to clarify their views of their new role and how the role would be enacted. Method A questionnaire using quantitative and qualitative measures was used to explore the group’s leadership style and evaluate the professional development programme. Findings The findings show how the development programme worked and what clarity it afforded the group in terms of their leadership style. Group work, building on the findings, helped them define their particular characteristics, skills and leadership ability and what further work was needed to demonstrate this. Conclusions The issues raised, such as team‐working, mutual purpose and personal development, are discussed in terms of their function within an integrated executive team with vision and goals. Implications for nursing management In ensuring that the nursing service has positive purpose, direction and goals, there needs to be a strategic approach to corporate development; otherwise, nursing will struggle to lead itself within a fast changing health care system.     

ICU护理领导小组的建立对护理质量的影响

目的探讨ICU护理领导小组的建立及其对ICU护理工作质量的影响。方法 2007年5月建立ICU护理领导小组,负责ICU护理工作质量标准的修订、护理工作制度及技术文件的学习与传达、监督各项制度与规范的实施、发现并记录工作中各个方面及环节存在问题,提出持续改进方案。结果提高了ICU危重患者护理质量及护理文件书写、基础护理、急救护理、消毒隔离和病房管理质量,差异具有统计学意义(P0.01)。护理意外事件和患者并发症均有降低(P0.01或P0.05)。结论 ICU护理领导小组的建立可以持续改进护理质量。     

The impact of a three-tiered model of nursing redeployment during the COVID-19 pandemic: A cross-sectional study

ObjectiveThe COVID-19 pandemic resulted in extreme system pressures, requiring redeployment of nurses to intensive care units. We aimed to assess the impacts of a 3-tiered pandemic surge model on nurses working in intensive care units during the COVID-19 pandemic.MethodologyIn this cross-sectional study, 931 nurses (464 intensive care and 467 redeployed nurses) who worked within four adult units in Western Canada during pandemic surge(s) were invited via email to participate in a survey. The survey explored the impact of redeployment, rapid unit orientations, just-in-time training, and the 3-tiered model of nursing during pandemic surge. Burnout was measured utilizing the Copenhagen Burnout Inventory questionnaire.ResultsA total of 191 survey responses were retained (59 intensive care nurses and 132 redeployed). Survey results are reported by tier, with outcomes varying based on team leadership, intensive care unit, and redeployment nursing roles. Burnout in personal and workplace domains was present amongst all nursing tiers, while only team leadership roles experienced burnout in the patient domain. Overall, team leadership roles and permanent intensive care nurses experienced the highest rates of burnout. Redeployed nurses reported numerous aids to success including support from colleagues, prior experience, and educational supports. Skill-based orientation, ongoing education, optimized scheduling, role clarity, and mitigators of psychological impacts were identified by respondents as potential facilitators of redeployment and surge models.ConclusionNurses working within this tiered model experienced high degrees of burnout, with highest prevalence amongst team leads and intensive care nurses. Optimization of support for and interventions aimed at improving well-being are important considerations going forward.Implications for clinical practiceTargeted strategies are required to support education, role transition, and optimize competency and role clarity during nursing redeployment for overcapacity surge. Essential strategies to support redeployed nurses include individualized competency assessments pre-redeployment and prior to role transitions, pairing redeployed nurses with the same intensive care nurse consistently, and availability of a nurse educator or resource for additional just-in-time training supports. Contingency disaster strategies should also include interventions targeting staff wellness and prevention of burnout, as well as identify scenarios in which redeployment may increase risks of psychological harm. Debriefing and peer-to-peer support models may increase the efficiency of psychological support for nurses, though additional research is required. Lastly, given enaction of tiered models of nursing care is largely a novel occurrence in the intensive care unit, leadership training is required to support frontline nurses taking on supervisory roles within these team models.     

Simulations in nursing practice: toward authentic leadership

Aim This study explores nurses’ ethical decision-making in team simulations in order to identify the benefits of these simulations for authentic leadership. Background While previous studies have indicated that team simulations may improve ethics in the workplace by reducing the number of errors, those studies focused mainly on clinical aspects and not on nurses’ ethical experiences or on the benefits of authentic leadership. Methods Fifty nurses from 10 health institutions in central Israel participated in the study. Data about nurses’ ethical experiences were collected from 10 teams. Qualitative data analysis based on Grounded Theory was applied, using the atlas .ti 5.0 software package. Findings Simulation findings suggest four main benefits that reflect the underlying components of authentic leadership: self-awareness, relational transparency, balanced information processing and internalized moral perspective. Conclusions Team-based simulation as a training tool may lead to authentic leadership among nurses. Implications for nursing management Nursing management should incorporate team simulations into nursing practice to help resolve power conflicts and to develop authentic leadership in nursing. Consequently, errors will decrease, patients’ safety will increase and optimal treatment will be provided.     

Dare to be different: transformational leadership may hold the key to reducing the nursing shortage

Health care leadership continues to run under a transactional style that may be causing nurses to leave the system. Nurses no longer wish to stay in the profession perhaps because they struggle ideologically with the system in which they work. However, nurses may hold the key to transforming health care and dragging it into the 21st century in terms of work practices and reform. This is because nurses are visionary, creative, involved in decision making at patient level and have gender based qualities, and communication strategies that the health care sector needs. In contrast to transaction leadership, transformational leadership and team development has a positive affect on communication and team building. The later style is ideologically suited to nurses and may ensure the future of nurses and nursing in the health care sector. The case study described in this paper was an actual working environment and one that I came across all too often as a registered nurse and clinical educator.     

The role of the mental health nursing leadership

holm a.l. & severinsson e. (2010) Journal of Nursing Management 18, 463–471
The role of the mental health nursing leadership Aim The aim of the present study was to illuminate what the mental health nursing (MHN) leader needs in order to develop her/his leadership role. Background MHN leadership has tended to focus on the nature of the care provided rather than the development of the role. Method This literature review (1998–2008) examines papers from the past decade by means of a synthesis of empirical studies. Results Three themes emerged:

• • clarifying role expectations and areas for development at the same time as increasing the influence on patients with mental health problems;
• • using evidence-based practice to implement improvements and organizational change in mental health; and
• • employing communication skills as well as supporting, nurturing and empowering others.

Conclusion This review provided evidence that the MHN leader needs various skills in order to make enlightened changes that can meet the needs of both patients and staff. Implications for nursing management The MHN leader needs to explore the range of tasks involved in leadership in order to define role expectations and areas for development. These areas include enhancing patient care; reliance on team work; and attending to the personal life of the staff; increasing collaboration within the organization as well as with the community; utilizing the best available evidence; and communicating in order to improve the organization.     

Measuring attributes of team functioning in primary care settings: development of the TEAMS tool

ABSTRACT

This study examines attributes of a high-functioning primary care team by creating a survey measuring staff perceptions of team culture in primary care practices with innovative team-based workforce models. Survey data from a national study of 30 exemplar primary care practices with innovative team-based workforce models was used. Staff and clinicians (n = 943) at the 30 primary care sites completed a 31-item survey online. Survey items came from previous surveys of adaptive reserve and team culture. Factor analysis, reliability and validity were examined for the survey. Case summaries from site visits and survey comments were compared for high and low scoring sites to establish validity. Three core attributes of a high-functioning team were identified: joy in practice (4 items), personal growth (3 items), and leadership and learning (20 items). Four items did not measure any attribute. Using item correlations, the 20 items for leadership and learning were reduced to 7 items. All three attribute subscales had good reliability and validity. The final 14-item survey measuring joy in practice, personal growth and leadership and learning may be useful in clinical practice as a practical tool to gauge progress in developing a high-functioning team. Further research is needed to determine the sensitivity of this instrument to change over time with interventions designed to improve team functioning in primary care.     

The importance of leadership in the development of an integrated team

AIM: To provide a personal perspective on the role of leadership within the development of an integrated team. BACKGROUND: The government white paper Valuing People recently proposed that collaborative working is essential in service delivery for people with a learning disability. This has led to the development of the integrated team to respond the often complex needs of people with a learning disability. METHOD: A situational analysis is used to outline the history, and the changes within learning disability services. The role of self, team development and leadership are then explored in achieving future change and objectives. CONCLUSION: Transformational skills are essential in the development of team working, however, understanding and commitment to the process of collaboration is required by all agencies and at all levels in order to implement change. Nurses are placed in influential positions within the change process.     

Discursive patterns in multiprofessional healthcare teams

AIM: The aim of this paper is to report a study exploring how members of multiprofessional healthcare teams talk about their team. Specifically, the team members' talk was analysed to explore the discursive patterns that emerged and their functions. BACKGROUND: Over recent decades there has been an increasing demand in Western countries to change care organizations and to coordinate resources and professional competencies to meet the needs of patients/service users better. Because society promotes this kind of work, it may be valuable to explore the self-presentations of a multiprofessional healthcare team. METHODS: A discourse analysis was carried out on existing empirical data from focus group interviews with a member-identified category sample comprising 32 healthcare professionals in six authentic multiprofessional teams in south-east Sweden. The analysis focused on the participants' discursive constructions of multiprofessional teamwork, on the way they talked about their group, and, in particular, on their use of the pronouns we, they and I. FINDINGS: The constructions of 'we' by multiprofessional healthcare teams showed discursive patterns that are here referred to as knowledge synergy and trusting support, which included factors such as cross-learning and personal chemistry. The pronoun we was also used as a flexible resource to manage expertise, power and leadership within the teams, and it might also function to ease the pressure for consensus. CONCLUSION: These discursive patterns provided powerful rhetorical resources for team members, both to affirm their choice of membership and to claim superiority in relations with the surrounding community (the others) by linking to a societal discourse that promotes collaboration.