| 1. |
The Ghost of Jacob Marley |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 9-16
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 2. |
Managed Care and Subacute CareA Partnership of Choice |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 17-21
DULCELINA,
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
|
| 3. |
American College of Nurse PractitionersExperiment in Democracy |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 22-23
NANCY,
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 4. |
Is There a Future for Management? |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 24-25
MARJORIE,
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 5. |
There's No Place Like Home |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 26-29
LEAH,
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 6. |
Legal Update, 1994—Part I |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 30-30
JANINE,
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 7. |
ReengineeringEmbracing Technology to Improve Patient Care |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 31-41
ROY,
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ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 8. |
Queen BustingA PERSONALITY PROFILE OF HOSPITAL ROYALTY |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 42-43
NANCY,
DONATELLI JEFFREY,
JOHNSTON ARLENE,
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摘要:
Abstract:Is there room for royalty in your unit? A queen/ king profile thoroughly examines any personality traits that may indicate “regal” behaviors. Guidelines to behavior modifications follow the profile examination.
ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 9. |
ICU for the ‘90s THE “INTENSIVE CUSTOMER UNIT” |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 48-48
CHERIE,
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摘要:
Abstract:Health care in the ‘90s is more complex and costly than ever before, and the healthcare consumer is knowledgeable and discriminating. Critical care nurses, who have always been responsive to technological change, must now be more responsive to consumer needs. This requires a change in mindset and a commitment to satisfying the “healthcare consumer.” This article identifies nursing's customers, defines customer service and details a five-step plan for building an intensive customer unit. A successful customer service program in the intensive care unit leads to economic stability for both unit and institution, to humanistic integrity and to professional advancement for nurses.
ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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| 10. |
Theory M A RESTRUCTURING PROCESS |
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Nursing Management (Springhouse),
Volume 26,
Issue 1,
1995,
Page 49-52
LAURA,
MULARZ MARIA,
MAHER A.,
JOHNSON BEVERLEY,
ROLSTON-BLENMAN MARY,
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摘要:
Abstract:Through the Nursing Incentive Reimbursement Award (NIRA) Program initiated by the New Jersey Department of Health, a medical center tested, over a two-year time frame, the impact of a staff-developed “Theory M” nursing model. Three nursing units served as control groups and one as the experimental group that incorporated the following features: restructuring of a nursing unit through the redefinition of roles; modifying nurse staffing patterns to change existing ratio of RNs to NAs; incorporating matrix management principles; developing, implementing and evaluating training and educational programs; and renovating a nursing unit.
ISSN:0744-6314
出版商:OVID
年代:1995
数据来源: OVID
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