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Biomedical subjects

L Strasen

Publications and source records attributed to L Strasen.

At least 19 recordsLinked to original sources
PubMed1994

Reengineering hospitals using the "function follows form" model.

The author discusses some of the problems and shortcomings of the process used by many outside consultants to assist hospitals reengineer their operations. The author calls this process the "form follows function" process because employees are involved extensively in redesigning job tasks (functions) that in turn change the organization's structure, positions, and reporting relationships (form). The author presents an alternative process called the "function follows form" model used by two consultants to assist six hospitals in a multihospital system reengineer their operations. The process resulted in documented quantifiable improvements in enhanced quality, service, and financial outcomes in the first year of implementation.

Consultants↗
PubMed1994

Patient-focused care units improve service and financial outcomes.

Patient-focused care units have reduced labor costs for a 211-bed for-profit acute care hospital and improved patient and physician satisfaction by reducing the number of hospital staff members who interact with patients. They also have enhanced efficient resource use by relocating to the patient care site 75 percent of the labor, supply, and technology resources needed by patients.

Consumer Behavior↗
PubMed1990

Implementing salary cost per unit of service productivity standards.

Productivity standards based upon labor hours or full-time equivalents were acceptable in the cost-based reimbursement environment of the 1960s and 1970s. In the prospective payment environment of the 1990s, however, they do not enable hospitals to manage their labor expense precisely enough. The author describes an alternative productivity system to measure, report, and manage productive labor expense per unit of service.

California↗
PubMed1989

Values and vision in chaotic times.

Nursing administrators can be more successful in stabilizing the major labor force in the hospital by ensuring that organizational values are explicitly shared, discussed, and visible to those in the nursing department. Standards and expectations that operationalize the values must be developed and implemented. Methods to measure accomplishment of the standards must be quantifiable and measured on an ongoing basis and staff and management must be held accountable for the standards. Finally, reward and recognition systems must flow from attainment of the standards that operationalize organizational values. If any one of the components of the model is missing, organizational values cannot be actualized, employees will not experience the stabilizing effect of understanding the values that drive the organization's decision-making, and resources will not be used maximally to move the organization toward its vision of quality patient care.

Nurse Administrators↗
PubMed1987

The integration of respiratory therapy into nursing: reorganization for improved productivity.

This article outlines a program, implemented by a 133-bed acute care facility, designed to provide more productive patient care delivery while maintaining the level of service delivered. This program required downsizing the respiratory therapy department, integrating a portion of its function into the nursing department, and reducing the annual salary budget by approximately $270,000 or 2 percent of total hospital salaries. The article describes the process and strategies that were used to implement this method of providing respiratory care to hospital patients.

Centralized Hospital Services↗
PubMed1986

Promoting intrepreneurship in the acute care setting.

Seeking ways to generate revenue for both the institution and the nursing department, as well as to attract, retain, and motivate creative, bright nurse managers, the author developed a unique for-profit nurse consulting business venture. While providing new services, thus generating revenue, the consulting program also focuses on the wants and needs of the nursing staff. The author discusses program development and profit-sharing methodologies as well as some of the innovative projects marketed by her nurse managers.

Administrative Personnel↗