AORN hosts symposium for health care leaders from different disciplines to determine surgical services' future

AORN Journal ◽  
2003 ◽  
Vol 78 (3) ◽  
pp. 467-476
Author(s):  
Nancy K. Kuehl
NEJM Catalyst ◽  
2020 ◽  
Vol 2 (1) ◽  
Author(s):  
Michael E. Porter ◽  
Thomas H. Lee

2006 ◽  
Vol 26 (1) ◽  
pp. 3-7 ◽  
Author(s):  
Barbara J. A. Eiser ◽  
Arnold R. Eiser ◽  
Michael A. Parmer

2021 ◽  
Vol 27 (2) ◽  
pp. 78-82
Author(s):  
Cyrus Batheja

Health-care leaders work at the highest levels of organizations and face unique challenges in today's health-care systems. This article reports the lived experiences of an executive nurse to better understand their leadership journey and leadership shadow, exploring their professional development of health-care leadership while navigating change and conflict by interpreting critical turning points in their career and triangulating data to identify and analyze central themes. Offering a real-world perspective, the article uses personal reflection aligned to professional inquiry, workplace observations, document reviews, and personal accounts to focus on executive nursing and the construction of a social movement from within a large managed care organization. The purpose of this evaluation is to create deeper understandings of ways in which to improve patient and provider experiences, reduce system waste, and improve population health. The theme of transformational leadership emerged, and new insights were created to inform future thinking.


Author(s):  
Donghai Wei ◽  
Louis Rubino

China has had some initial success in its current health care reform efforts. Five areas of reform have been targeted and include providing universal coverage, equitable access to basic health insurance, establishing an essential medicine system, and improving primary health care facilities. The last area, the reform of the public hospitals, remains the most difficult to reform. General guidelines have been established by the national government and movement is being taken to delegate authority to local units for implementation. The aim of this paper is to compare China's formal government sponsored health care reform plan for public hospitals to the acknowledgement and acceptance by a sample of health care leaders in Guangzhou. Challenges are strong and include cost accountability, doctor training, employee empowerment, improprieties, and the influence of private hospitals. Based on this qualitative research, conclusions and recommendations are made by the authors as to what is necessary to have effective pubic hospital reform in China.


OTO Open ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 2473974X2093665
Author(s):  
Taher S. Valika ◽  
Kathleen R. Billings

The rapidly changing health care climate related to coronavirus disease 2019 (COVID-19) has resulted in numerous changes to health care systems and in practices that protect both the public and the workers who serve in hospitals around the country. As a result, these past few months have seen a drastic reduction in outpatient visits and surgical volumes. With phased reopening and appropriate guidance, health care systems are attempting to return to normal. Our institution has had the unique opportunity to already return operations back to full capacity. The experiences and lessons learned are described, and we provide guiding principles to allow for a safe and effective return to patient care.


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