The Journal of nursing administration
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In the current environment of Diagnosis Related Groups and competition for the health care market share, there is a significant increase of vice-president of medical affairs or medical director positions on the hospital management team. This partnership is seen as vital for the survival of private practice physicians and hospitals. What does the addition of this role mean to the nursing administrator? What is the likelihood of a confusion of responsibilities between the vice-president of nursing and the vice-president of medical affairs or medical director? What involvement should the vice-president of nursing have in the vice-president of medical affairs or medical director's job description? These are some of the questions discussed in this article.
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The authors of this article show why nursing administrators need to be familiar with the complex operating room (OR) environment. They describe the management milieu in this high revenue-producing area of the hospital, and offer helpful suggestions for solving or at least ameliorating a number of problems that challenge OR directors and administrators.
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Self-scheduling is one method that nurse administrators can use to increase their staff nurses, feelings of autonomy and job satisfaction. In this article the author describes the benefits of self-scheduling and presents a model for implementing this system.
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How can a nursing service convincingly argue for autonomy and accountability without an understanding of the precise meanings of these terms? In this second of two articles exploring the meanings and implications of autonomy and accountability in nursing service, Lewis and Batey arrive at this and other provocative questions. They analyze the concept of accountability and provide selected definitions of the concept by directors of nursing. Their discussion provides insights into the presence or absence of true accountability in nursing organizations and presents issues for further study.