The Journal of nursing administration
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Keeping track of nursing resources consumed by each hospital inpatient does not have to be a cumbersome process. The authors present an inexpensive, straightforward approach to generate management information on nursing acuity by DRG, payor, hospital service, or physician.
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Nursing administrators are debating the desirable mix of professional (RN) and paraprofessional (LPN) nursing staff under the prospective payment system (DRGs). The staffing mix reflects the cost and quality of nursing care provided by an acute care hospital. Based on a reliable and valid acuity/care plan system, standards of care and nursing diagnoses, several DRGs were analyzed on an eight-bed medical/surgical intensive care unit with regard to intensity of care and staffing mix. This study showed nursing administrators that the staffing mix on an intensive care unit varies according to the acuity/care plan rather than DRGs or nursing diagnoses.
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Every nursing administrator needs a credible performance appraisal system. By using psychometric methods and computer technology, the process of developing such a system can be more efficient and demonstrably successful. This article raises issues that relate to changing the performance appraisal system and gives a clear, step-by-step description of how computerized, statistical procedures were applied in improving nursing performance appraisal.
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As a nurse administrator, you want to attend, or perhaps have already been invited to attend, meetings of your hospital's board of directors or trustees. What personal and professional strategies can you use, outside the board room, to foster your image as a powerful and competent administrator? Once in the board room, what is appropriate board etiquette? How can you contribute most effectively to board deliberations? The authors present strategies for establishing yourself as an influential, powerful, and valuable contributor to the executive management team as well as the board of directors.
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Effective delegation skills are an absolute necessity for today's nurse executives. Your success as a manager depends on your ability to use the skills and energy of subordinates to get work accomplished. ⋯ She suggests ways to overcome this hesitation and includes a brief questionnaire that tests the manager's attitude toward delegation. The self-assessment questionnaire can pinpoint problem areas and help nurse executives improve their delegation skills.