Hunt P L
Temple University.
Health Prog. 1994 Dec;75(10):26-9.
As principal change agents, healthcare leaders are well positioned to integrate diversity into their institutions' organizational structure. Thus healthcare leaders must be competent in handling diversity issues. Diversity refers to any characteristic that helps shape a person's attitudes, behaviors, perspective, and interpretation of what is "normal." In the healthcare ministry, diversity encompasses the cultural differences that can be found across functions or among organizations when they merge or partner. Managers and supervisors will have to be familiar with the nuances of diversity if they are to be effective. Those managers who are not adept at incorporating diversity into human resource management may incorrectly evaluate subordinates' capabilities and provide inappropriate training or supervision. As a result, some employees may be underutilized. Others may resist needed direction, overlook instructions, or hide problems such as a language barrier. If executives, marketers, and strategic planners are to develop relevant healthcare services that take into account the needs of their constituencies, they will need to determine how different groups understand and access healthcare. Healthcare leaders who know how to uncover cultural dynamics and challenge cultural assumptions will go far in enabling their staff and managers to confront personal attitudes about community residents. Ultimately, quality of service delivery will be improved.
作为主要的变革推动者，医疗保健领导者完全有能力将多元化融入其机构的组织结构。因此，医疗保健领导者必须具备处理多元化问题的能力。多元化是指有助于塑造一个人的态度、行为、观点以及对“正常”事物的理解的任何特征。在医疗保健领域，多元化涵盖了在职能部门之间或组织合并或合作时可能出现的文化差异。如果要有效开展工作，经理和主管必须熟悉多元化的细微差别。那些不善于将多元化纳入人力资源管理的经理可能会错误评估下属的能力，并提供不适当的培训或监督。结果，一些员工可能未得到充分利用。其他员工可能会抵制必要的指示、忽视指令或隐瞒诸如语言障碍等问题。如果高管、营销人员和战略规划人员要开发考虑到其服务对象需求的相关医疗保健服务，他们将需要确定不同群体如何理解和获得医疗保健。知道如何揭示文化动态并挑战文化假设的医疗保健领导者，将在促使其员工和经理正视对社区居民的个人态度方面大有作为。最终，服务质量将得到提高。
