大学病院の一般外科病棟看護師長のバーバラ・ノリスは、一か月前、問題の多いユニットのリーダーに就任した。看護部長からは、病院全体の経済危機と徹底したコスト削減策の中で従業員の満足度が低く、離職率が高いユニットを好転させるように依頼された。バーバラは過去の経験からどのようにして病棟立て直しを図るのか？ Barbara Norris struggles to address the many problems facing her as a recently promoted nurse manager in the General Surgery Unit (GSU) at Eastern Massachusetts University Hospital (EMU). She has inherited a unit with the lowest employee satisfaction scores and highest employee turnover rate among all of the departments at EMU. Furthermore, her new unit was infamous for its culture of confrontation, blaming and favoritism. The staff that has remained is dissatisfied, unmotivated and not functioning as a team to deliver patient care. In fact, GSU's patient satisfaction scores, although average, had been declining steadily over the past few years. Barbara has been asked by EMU'S Director of Nursing to turn the unit around in the midst of an economic crisis and deep cost-cutting measures throughout the hospital. Where and how should she begin?

【書誌情報】

ページ数：6ページ

サイズ：A4

商品番号：HBSP-418J07

発行日：2009/3/13

登録日：2020/3/3