Journal of Transcultural Nursing http://tcn.sagepub.com/ Standards of Practice for Culturally Competent Nursing Care : 2011 Update Marilyn K. Douglas, Joan Uhl Pierce, Marlene Rosenkoetter, Dula Pacquiao, Lynn Clark Callister, Marianne Hattar-Pollara, Jana Lauderdale, Jeri Milstead, Deena Nardi and Larry Purnell J Transcult Nurs 2011 22: 317 DOI: 10.1177/1043659611412965 The online version of this article can be found at: http://tcn.sagepub.com/content/22/4/317 Published by: http://www
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Introduction The success of an organization depends on its ability to find people with the right skills who would occupy key and top leadership positions. Years ago, companies maintain highly-structured and secretive schemes which aim to identify internal successors for key posts. In the same manner, there are also those companies who resort to the aid of headhunters in order to fill in vacated positions in the top management level. Whilst the aforesaid succession strategies were relatively successful
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Transformational leadership in nursing practice Owen Doody and Catriona M Doody Traditionally, nurses have been over-managed and led inadequately, yet today they face unprecedented challenges and opportunities. Organisations constantly face changes that require an increasingly adaptive and flexible leadership. This type of adaptive leadership is referred to as ‘transformational’; under it, environments of shared responsibilities that influence new ways of knowing are created. Transformational leadership
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Transformational leadership in nursing practice Owen Doody and Catriona M Doody Traditionally, nurses have been over-managed and led inadequately, yet today they face unprecedented challenges and opportunities. Organisations constantly face changes that require an increasingly adaptive and flexible leadership. This type of adaptive leadership is referred to as ‘transformational’; under it, environments of shared responsibilities that influence new ways of knowing are created. Transformational leadership
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hospital to help improve the quality of care, add value to the organization, improve employee morale, design an efficient organizational chart, create a strong team environment, and create the hospital’s competitive advantage. The following paper addresses the findings of the consultant, reporting the recommended strategies designed to help Caring Angel Hospital achieve its goals. Keywords: goals, quality, value, hospital, patients “To meet the goals of improved quality and reduced cost in today’s
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Implementation Guide for the Use of Bar Code Technology in Healthcare Sponsored by Implementation Guide for the Use of Bar Code Technology in Healthcare © 2003 HIMSS 230 E. Ohio St., Suite 500 Chicago, IL 60611 All rights reserved. No part of this publication may be reproduced, adapted, translated, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher
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health priority areas (NHPAs) as a response to the World Health Organization’s global strategy Health for All by the year 2000 to combat diseases and conditions that contribute significantly to the wellbeing of the Australian community. The NHPA initiative framework aims to reduce burden of illness and injury by ensuring the continuity of care from preventive measures through to treatment, management and maintenance. Arthritis and musculoskeletal conditions is one of the nine latest NHPAs having larger
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Health Status of Aboriginal people in Ontario By: Taylor Veran Health Careers and Informatics Lorrie Lough November 1st, 2012 The majority of health issues that the Aboriginal community faces are related directly and indirectly to social, economic, cultural and political areas. Infrastructure, housing, employment, income, environmental and education are connected to the individual and community based effects of health. The health status of aboriginals in Ontario is very poor. There
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QI uality mprovement in FOCUS Your Rapid-Cycle Improvement Guide to Achieving Results Quality Improvement in Focus Rapid-Cycle Improvement Getting Started Table of Contents Introduction........................................................................................................................... page 3 . Getting Started......................................................................................................................
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Information governance is defined as the specification of decision rights and an accountability framework to ensure appropriate behavior in the valuation, creation, storage, use, archiving and deletion of information. It includes the processes, roles and policies, standards and metrics that ensure the effective and efficient use of information in enabling an organization to achieve its goals. While many organizations have the ingredients to make information governance work, the recipe for success
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