Journal of Management in Medicine
Опубликовано на портале: 01-10-2003
Sandra Jackson
Journal of Management in Medicine.
2000.
Vol. 14.
No. 3.
P. 166-178.
Shared leadership is a management model based on the shared governance philosophy.
Assumes those individuals or teams performing tasks are best equipped to provide
meaningful improvement. The changing image of the current leadership model is one
that resides in relationships rather than with a singular person. The key concepts
are accountability, partnership, equity, and ownership.When shared leadership was
initiated at St Joseph's Health Care, London, Ontario, in 1998, there was a commitment
by management and staff to ensure that it was successfully implemented. In order
to determine areas for improvement in the implementation process, continual evaluation
is necessary. Reports from various staff members, prior to the project, indicated
that the shared leadership implementation plan had not been fully realised. Therefore,
a qualitative evaluation project, utilising focus groups and interviews, was completed.
The purpose of the study was to identify the drivers, as well as the barriers affecting
the implementation process. Several recommendations for improving the process were
determined by the participants of the study. The result of the project was a collection
of four themes, common to the discussions of barriers, drivers and recommendations.
The internalisation of the concepts specific to the shared leadership model was found
to be vital. The effectiveness of the council framework, including the council structure,
processes and membership was also important. Communication of outcomes arising from
the council was crucial. The final theme to be identified included those Humanistic
Needs that addressed the relationship aspects of this model. Furthermore, the relationship
between these themes was explored in the context of the external forces affecting
the shared leadership model.


Опубликовано на портале: 29-08-2003
Reva B. Brown
Journal of Management in Medicine.
2002.
No. 5.
P. 327-344.
This paper introduces the concept of the emotional climate of the workplace and explores
how it both shapes and is shaped by the emotions experienced, expressed and redefined
by nurses. It extracts emotional aspects of an organizational climate framework developed
by Litwin and Stringer and examines these with respect to nurse's experiences. The
primary research was carried out at a general hospital NHS Trust in the East Midlands
of the UK using a grounded theory methodology. The research methods included semi-structured
interviews and observation. The themes identified include many of those found by
Litwin and Stringer, others which represent variations upon these, and a new set,
which, when combined, identify the emotional climate of the organization. The findings
have confirmed that the "experiment" of using a 33-year-old positivistic framework
to investigate aspects of qualitative research has enabled a robust contribution
to the conceptual area of emotional climate.

Опубликовано на портале: 10-01-2003
Robert Wagner, Svatopluk Hlavacka
Journal of Management in Medicine.
2000.
Vol. 14.
No. 5.
P. 383 - 405.
The study is an attempt to provide empirical evidence, in the context of acute hospital
care, of the current human resource practices in the health sector of the Slovak
Republic. Using a sample of 72 acute care hospitals the research explored the perceived
functions, typical customers and priorities of hospital human resource departments,
ownership of a workforce plan, and the relationships between ownership of a workforce
plan and type of hospital, as well as the degree to which different human resource
activities are given priority. Cross-tabulation procedure revealed statistically
significant relationships between ownership of a workforce plan and the degree of
priority given to having a quick, efficient and cost-effective recruitment and selection
system and, not surprisingly, the degree of priority given to ensuring that the human
resource department has a workforce plan. The study evidence also indicates that,
although the human resource staff in hospitals seem to be aware of their role in
assisting hospital management in decision making, the human resource function in
the Slovak hospitals still rather resembles that of a personnel administration than
that of an important strategic human resource activity.
