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Biomedical subjects

D L Biordi

Publications and source records attributed to D L Biordi.

At least 19 recordsLinked to original sources
PubMed2000

Research agenda: emerging issues in the management of health and illness.

Today, in our capitalistic society, demographics, economics, and quality assessments are major systemwide drivers of research in the management of health and illness. Future trends promise a continued emphasis on outcomes, with a likely focus on rationing of care. Changes in quality definitions and changing acceptance of the levels and locations of care, with continued cost shifting into a broadened form of tax-supported health care, are anticipated. Concomitant and reflexive with these macroscopic trends are more microscopic organizational and professional trends and research agendas.

Birth Rate↗
PubMed1998

Advantages and disadvantages of collaborative research: a university and behavioral health care provider's experience.

This article describes the issues involved in a collaborative research effort between a university and a behavioral health care provider. We describe the collaborative process and highlight advantages and disadvantages of such collaboration. Specific examples are used to show how the collaborative process between a university team and clinical team can integrate theory, research, and clinical practice.

Behavior Therapy↗
PubMed1996

Power in practice: a study of nursing authority and autonomy.

Power and politics need to be translated into practice through development of authority and autonomy within the staff nurse role. The purpose of the research described was to identify and compare aspects of agreement or disagreement between nurse leaders and staff about staff nurses' authority and autonomy to deliver patient care. Findings indicated that significant differences exist between staff nurses' and nurse leaders' sense of staff nurse autonomy, and importance of authority and autonomy, differences that can lead to serious misunderstandings and power struggles. These differences, especially concerning management support, can seriously hinder both nurse leaders and staff nurses' success in restructuring cost-effective quality care.

Attitude of Health Personnel↗
PubMed1993

Managing HIV-positive and AIDS risks: educational and psychosocial resource assessment.

A needs assessment survey reveals many staff nurses incorrectly estimate the HIV contagion risk, inadequately follow universal precaution mandates, and are often unaware of available information and counseling resources. Nurses want current, reliable HIV-AIDS related information and counseling from credible, accessible, and readily available sources. Colleagues, families, and friends' attitudes decidedly influence nurses' capacity to cope emotionally.

Acquired Immunodeficiency Syndrome↗
PubMed1992

The handwriting on the wall. Warning signs of impending job loss.

Can nurse executives read the handwriting on the wall when they or another nurse executive are facing a forced resignation or termination? What are the warning signs of an eroding job position, including the relationship between the chief nurse executive and the chief executive officer? How much time does a nurse executive typically have in the job once the warning signs begin to show? The authors discuss these questions and specific tactics and strategies suggested by warning signs.

Decision Making, Organizational↗
PubMed1991

Middle nurse manager effectiveness.

In a nationwide survey of academic health center chief nurse executives (CNEs) and middle nurse managers (MNMs), human management skill was ranked as the most important criterion of effectiveness. The characteristic of flexibility/negotiation/compromise was second. Neither group reported fiscal management skills as a top priority for MNM effectiveness. The authors compare the results with earlier studies of the effectiveness criteria of CNEs, for whom human management skills were ranked second and general management skills first.

Academic Medical Centers↗
PubMed1990

The impact of the 23-hour patient on nursing workload.

Decreasing length of in-patient stay and increasing the number of outpatient procedures being performed has led to the creation of the 23/24-hour observation patient. In this study, the authors show that the addition of observation patients to aggregate workload data causes a meaningful staffing deficit 60-90% of the time in three out of four clinical areas studied. The authors explore the statistical impact on staffing of the addition of observation patients to aggregate inpatient data and provide several strategies for staffing.

Ambulatory Care↗
PubMed1989

Targeting recruitment efforts for increased retention.

Recruitment efforts can be targeted towards Registered Nurses demonstrating specific sociometric, education, and practice variables. The authors describe the significant differences found in the comparative analysis within three sets of variables among two groups of hospital-employed Registered Nurses who reside in the suburbs of Chicago. These data can direct nursing administrators in strategic recruitment and retention marketing plans.

Educational Status↗
PubMed1989

The emotional and behavioral process of staff nurse turnover.

Nurses who leave their jobs proceed through stages of disengagement, some of which are quite intense. Yet 88% of the nurses in this study say that an appropriate managerial intervention early in their leave-taking decision process would have halted their decision to leave. The authors describe stages of nurses' leave-taking decisions, their experiences, and their behaviors.

Behavior↗
PubMed1988

Resource teams: their structure and use.

With the current nursing shortage and changing health care climate, nursing administrators are concerned with the effective and efficient use of supplementary staffs such as internal resource teams (RTs) or float pools. This article describes a telephone survey of 20 leading hospitals nationwide, which identified organization structure, personnel use, and the main characteristics of state-of-the-art resource teams.

Clinical Competence↗
PubMed1986

Nursing service administrators. Marginality and the public person.

The manner in which nursing executives construct their meanings of management work impacts on power and connectedness between the privatized feminine and clinical worlds and male-dominated public management worlds. It is important that administrative studies examine which actors hold access to administrative knowledge, what knowledge is required, and how social interactions control the administration of proper nursing management.

Administrative Personnel↗
PubMedDate not supplied

Financial ruin or financing catastrophic health coverage: who pays?

Concern about financial ruin due to catastrophic illness has precipitated public policy actions resulting in the single largest expansion of the Medicare program by Congress since the program's inception. Using Kingdon's framework, significant participants and their actions are examined in the establishment of the health agenda and the selection of alternatives/solutions during development and passage of this legislation. During the final stages, decisions were largely driven by economics and politics, leaving many elderly persons confused and angered while many other more needy Americans are still at risk for financial ruin due to catastrophic illness.

Catastrophic Illness↗
PubMedDate not supplied

Managerial interests and personal attributes of nurses.

This study replicated another by Hanson and Chater (1983) that investigated the relationship between interest in management roles and personality, demographic, and career background characteristics of female nurses. For the present study, 128 sophomore, senior, and master's degree students were asked to participate and a self-selected convenience sample of 69 was obtained. Three instruments were used: The Vocational Preference Inventory (VPI), to measure personality traits; a demographic data questionnaire, to measure demographic variables; and the Strong-Campbell Interest Inventory, to measure managerial interests. The total sample of nurses exhibited an artistic-social-intellectual profile. The subhypothesis that nurses of different education levels would exhibit different personality profiles was supported. Analysis of VPI scores demonstrated a statistically significant association between higher educational levels of nurses and higher acquiescence scores, (F = 5.1729 with a significance level of 0.0082). Analysis of variance of Vocational Preference Inventory scale scores showed a statistically significant association between nurses interested in management and higher scores on the enterprising attribute (F = 5.7753 with a significance level of 0.0266). No significant difference was found between management and nonmanagement interest groups in demographic and career characteristics. The findings of this study contribute more insight and knowledge about nurses who select management and administrative roles.

Career Choice↗
PubMedDate not supplied

Personnel resource distribution for nursing programs in Carnegie-classified Research I and II and Doctoral I institutions.

Increasingly, nursing education programs, like other major institutions in the United States, are being charged to "do more with less." How to acquire sufficient human and material resources is a continuing challenge in an era of economic constraint. Benchmark data on the distribution of personnel resources within nursing programs is nearly nonexistent. To assess the personnel resources of nursing programs of major size and stature within the United States, a Personnel Resource Survey was mailed to the universe of all nursing programs located in Carnegie-designated Doctoral I, Research II, and Research I universities and/or colleges in the United States (n = 96). The return rate was 58 per cent, with a useable survey rate of 51 per cent (n = 49). Comparative numbers and ratios of administrators, faculty, students, and various levels and types of support staff by Carnegie-type institutions are presented. Findings indicate that, overall, nursing programs in Research I universities had 1.5 to 2 times as many personnel resources per student than programs in Doctoral I and Research II institutions. Doctoral I and Research II programs closely resembled each other. The details of the data, as well as its standardization into full-time equivalents, are useful to both university and nursing administrators, faculty, and staff in their comparisons and procurement of needed resources.

Benchmarking↗