A decision-making process in shared governance

Article Abstract:

Successful implementation of shared governance may depend on clarifying decision making processes. Nurses of one department describe their implementation of shared governance at a department level in a critical care and an intermediate care unit. Various teams were created to identify issues. Team leaders determined whether issues had a high or nonhigh impact on decision making. Evaluation of changes after they are implemented is important for knowing whether issues have been resolved.

Social aspects, Corporate governance

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Changing cost-accounting procedures in the ED

Article Abstract:

Determining nurses' attitudes towards cost effectiveness and changing them may promote cost containment. An emergency department conducted a study to find out why nurses did not charge accurately for services and items used. Nurses blamed the charging system itself, so charge slips were redesigned and other changes were implemented. Nurses also said their own laziness, disinterest, or forgetfulness prevented them from charging accurately. Some did not know how to charge for items.

Management, Public opinion, Cost accounting

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Managing material resources in the ED

Article Abstract:

The Roy Adaptation Model was used by one nurse manager to determine why a change in the distribution of materials and supplies was resisted by the staff. A budget variance report had revealed that the unit was losing money on medical and surgical supplies. Several changes in the distribution of supplies were planned but many staff members resisted the change. The model successfully revealed the nurses' attitudes about the changes.

Innovations, Equipment and supplies, Resource allocation

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