PubMed Health⌕ Search

PubMed · 10287766

When hospitals limit organizing activity.

Abstract

Since 1974, when the NLRA was extended to cover nonprofit medical institutions, hospitals have been faced with the challenge of accommodating their employees' right to engage in organizing and concerted activities while preventing such activities from disrupting patient care. Some hospitals have sought to protect the interests of patients by prohibiting solicitation and distribution in all areas to which patients and visitors have access. The Board and the courts have generally found such rules overly broad and violative of employee rights under the NLRA. In the following survey of cases involving solicitation/distribution rules, the author points out that the courts have consistently evaluated these rules on the basis of the special nature of the hospital setting. Accordingly, advises the author, hospital administrators who are promulgating distributions and solicitation rules covering a given location must consider the individual characteristics of that location, namely, its physical layout, the type of work performed there, and the availability of alternate space.

Explore related subjects

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

C B Gilmore. 1988. When hospitals limit organizing activity.. https://pubmed.ncbi.nlm.nih.gov/10287766/

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

[Leadership and change processes in hospitals].

BACKGROUND: Successful change processes in hospitals require leaders with strong competence and personal suitability, who can develop resource efficient and creative solutions. We have investigated how division leaders handle change processes and solve problems that arise in cross-disciplinary meeting activities. MATERIAL AND METHODS: Eight division leaders at two hospitals in the same region of Norway have gone through in-depth interviews about change leadership. RESULTS AND INTERPRETATIONS: Some of the division leaders were familiar with facilitating change processes and used a range of methods and tools, but the majority had limited insight into which methods would be most appropriate in the various phases of a change process. They signalised that the most difficult challenge was to handle interactions dominated by suspicion, negative interpretation, assumptions and hidden agendas. Such interplays were the most limiting factor in the development of a common understanding of demands, goals and commitment to change processes across departments and units.

Hospital Administration↗