RESUMO
Beaufort Longest, PhD, University of Pittsburgh, articulated core managerial competencies in his article, "Managerial Competence at Senior Levels of Integrated Delivery Systems." Longest was referring to the six core competencies necessary to manage an integrated health system--conceptual, technical managerial/clinical, interpersonal/collaborative, political, commercial, and governance competencies. In this article, I add some practical advice to Longest's concepts in three of the competencies--conceptual, technical managerial/clinical, and interpersonal/collaborative. This advice is based on lessons learned during a career path that began as a bedside nurse, moved through each level of nursing management, and then broadened into hospital administration and health system management.
Assuntos
Prestação Integrada de Cuidados de Saúde/organização & administração , Administração Hospitalar , Liderança , Administração dos Cuidados ao Paciente , Competência Profissional , Humanos , Estados UnidosRESUMO
The values learned as nurse on the unit--placing a patient's needs first, developing a spirit of teamwork among hospital staff, and maintaining accountability to all parties--are the heart of modern health care and can and should be applied when a nurse moves to the highest levels of hospital management. An administrator who maintains alliances with all parties involved in the function of the hospital will find more cooperation in the face of systemwide change.
Assuntos
Relações Interprofissionais , Descrição de Cargo , Liderança , Enfermeiros Administradores/organização & administração , Enfermeiros Administradores/psicologia , Humanos , Enfermeiros Clínicos/psicologia , Profissionais de Enfermagem/psicologiaRESUMO
The term "glass ceiling" is an apt metaphor for the challenges executive women face as they advance in health care management. Women who break through this glass ceiling are those who see their opportunities, sense the looming barriers to advancement, choose carefully whether to stay within an environment unfriendly to women or to seek advancement elsewhere, and use their talents as women to bring a focus on outcomes to the organization, as well as empowerment to the people within it.
Assuntos
Adaptação Psicológica , Mobilidade Ocupacional , Enfermeiros Administradores/psicologia , Preconceito , Feminino , HumanosAssuntos
Relações Hospital-Paciente , Serviço Hospitalar de Enfermagem/organização & administração , Assistência Centrada no Paciente/organização & administração , California , Tomada de Decisões Gerenciais , Modelos de Enfermagem , Desenvolvimento de Programas/métodos , Papel (figurativo) , Gestão da Qualidade Total/organização & administraçãoRESUMO
Shared governance is one of several strategies promoted by and to nurse executives as critical to retention of professional nurses and important in maintaining quality of care. Thus far, few studies have examined the various financial aspects of this type of decision-making structure. This article identifies a framework for cost analysis and reports the cost-benefit relationship of implementing a shared governance model over a 5-year period.