Seminars for nurse managers最新文献

{"title":"Clinical integration of services","authors":"Tonges","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"8 1","pages":"9"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21901424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Clinical integration and nursing leadership across an integrated delivery system.","authors":"J Zink,&nbsp;S Robertson","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>As new health systems struggle to combine in today's challenging health care market, mechanisms that facilitate and enhance integration become increasingly important. This article describes the use of clinical paths in an integrated delivery system (IDS) as a methodology to establish a single standard of high-quality care. Through education and sharing of staff development resources across the IDS, the system nurse executive at one large IDS promotes professional practice. As clinical paths are developed across the system, the best clinical practice is put to paper, providing a framework for outcome-driven care. The nurse manager assesses staff's use of clinical paths as an evaluation of their skills and competency and to identify new educational and growth opportunities.</p>","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"8 1","pages":"26-30"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21901428","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Project implementation: a TAILORED approach.","authors":"R Maffeo","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"8 1","pages":"51-2"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21901432","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Clinical integration at ground zero: perceptions of patients and families.","authors":"K Zander","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>As an alternative to the administrative and management views of clinical integration, the perceptions and current research of patients and their families about integration initiatives are presented at \"ground zero,\" i.e., the caregiving level. If there is no integration at ground zero, the other levels are of little merit. Contrary to the pervading opinion, clinical integration is not a value-added endeavor to boost satisfaction scores of patients and families or to make a health care system look good to regulators. Rather, clinical integration is fundamental to the precision, efficiency, and effectiveness of care delivery. Examples of the need for integration spanning situations from critical care to self-care are described.</p>","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"8 1","pages":"10-5"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21901425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The importance of planning.","authors":"D. Lehmann","doi":"10.12968/prps.2011.1.124.ii","DOIUrl":"https://doi.org/10.12968/prps.2011.1.124.ii","url":null,"abstract":"The most important lesson Edwin Eiswerth '77 learned as a forestry major and US Air Force cadet at Michigan Tech was the value of hard work. The experience he missed out on was applying his valuable skill set to community service. \" When I went to Tech, I found Houghton had a volunteer fire department, but they wouldn't let in any students, \" he remembers. \" That ticked me off. I knew there were good firefighters in the student body. \" Firefighting is in Eiswerth's blood. A retired air force lieutenant colonel and now fire chief of Peachtree City (Georgia) Fire/Rescue, he began to fight fires when he was a high school student in Pennsylvania and regretted giving that up in college. Years later, he joined the Michigan Tech Alumni Association Board of Directors, bringing his passion for student service back to the University—along with two decades of emergency management experience. \" I look at it from a public safety point of view: you have seven thousand students there. Why not use them? \" he says. He began by lending his expertise to the Department of Public Safety and Police Services, which was working to improve emergency services. \" I really hit it off with Dan Bennett [Michigan Tech's director of public safety and police services], \" Eiswerth says. \" In the course of our discussion, he went hog wild with EMS. \" One result has been Michigan Tech Emergency Medical Services, established in 2011. Thirty student volunteers certified as first responders provide first aid using a donated ambulance, which has been retrofitted as a mobile first aid station. \" I'm trying to get students involved in the local community, helping the citizens—and the biggest citizen of all, Michigan Tech, \" Eiswerth says. Edwin and his wife, Precy, also back these efforts financially. The Eiswerth family supports Public Safety, as well as the School of Forest Resources and Environmental Science. But they don't designate any specific projects for funding. \" That's best left up to the bosses, \" he says. He credits the University for his success and his ability to give back. \" Tech started me off on my career, and I'm basically in the position I am now due to that. I don't even think about it, to be honest with you, \" says Eiswerth. Michigan Tech EMS gives students a chance to volunteer in their community.","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"30 1","pages":"63"},"PeriodicalIF":0.0,"publicationDate":"2000-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66272056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The impact of market-based 'reform' on cultural values in health care.","authors":"L L Curtin","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>The many issues managed care poses for providers and health networks are crystallized in the moral problems occasioned by its shifting of the financial risks of care from insurer to provider. The issues occasioned by market-based reform include: the problems presented by clashes between public expectations and payer restrictions; the corporatization of health service delivery and the cultural shift from humanitarian endeavor to business enterprise the depersonalization of treatment as time and money constraints stretch resources, and the culture rewards efficient \"business-like\" behavior the underfunding of care for the poor and uninsured, even as these populations grow the restructuring of care and reengineering of healthcare roles as the emphasis shifts from quality of care to conservation of resources rapid mergers of both health plans and institutional providers with all the inherent turmoil as rules change, services are eliminated, and support services are minimized to save money the unhealthy competition inherent in market-based reform that posits profit taking and market share as the measures of successful performance the undermining of the professional ethic of advocacy the use of incentives that pander to greed and self-interest. The costs of sophisticated technologies and the ongoing care of increasingly fragile patients have pulled many other elements into what previously were considered \"privileged\" professional interactions. The fact that very few citizens indeed could pay out-of-pocket for the treatment and ongoing care they might need led to social involvement (few people remember that both widespread health insurance and public programs are relatively recent phenomena--only about 30 years old). However, whether in tax dollars or insurance premiums, other people's money is being spent on the patient's care. Clearly, those \"other people\" never intended to give either the patient or the professional open-ended access to their collective pocketbooks. Just what form their involvement ought to take is being tested as \"managed care\" attempts to control the costs. What limits are acceptable to providers?: lower profit margins? quality controls? acceptable risk levels? To patients?: restricted choice? restricted mobility? restricted access to high tech? And to the general public?: decreased access to high tech? higher taxes? underserved populations? Abandonment of the sick or poor? Which \"techniques\" are acceptable, and which are not?: risk-sharing with providers? financial incentives for decision makers? rationing access? imposing behavioral parameters? The issues posed by market-based managed care cannot be adequately addressed merely in terms of social resources, nor will answers be found in subordinating human rights to practical materialism. Negotiating ethical guidelines for the \"safe\" handling of such problems to the good of individuals and of society requires a revitalization of the \"old\" values: the old commitment to master ","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"7 4","pages":"198-202"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21846465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Cultural values in health care: questions and answers.","authors":"H A Tahan,&nbsp;C Cabello","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"7 4","pages":"154-5"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21846454","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Cultural values in health care: a personal view.","authors":"D M Lehmann","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"7 4","pages":"158"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21846456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Toward a caring culture in professional nursing.","authors":"K M Rayman,&nbsp;G C Ellison,&nbsp;G E Holmes","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>Nursing is a profession founded on the traditional value of caring. Faced with rapid and tumultuous change in the health care system, nurses are finding the environment of practice more stressful and less supportive. The ideal of nursing as a caring community is at risk because of economic and political forces. The authors review the impact of managed care and reaffirm the notion of the caring community in the nursing profession. Specific assessment guidelines and recommendations for the caring community are set forth for practitioners working in a variety of organizational settings. Organizational culture is emphasized as the context for caring practice.</p>","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"7 4","pages":"188-92"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21846463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategies for nurse managers in the 21st century.","authors":"G A Bechtel,&nbsp;R E Davidhizar","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79376,"journal":{"name":"Seminars for nurse managers","volume":"7 4","pages":"159"},"PeriodicalIF":0.0,"publicationDate":"1999-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21846457","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}